Hallmarks of Scientific Research

The hallmarks or main distinguishing characteristics of scientific research may

be listed as follows:
1 Purposiveness
2 Rigor
3 Testability
4 Replicability
5 Precision and Confidence
6 Objectivity
7 Generalizability
8 Parsimony

Purposiveness
It has to start with a definite aim or purpose.
The focus is on increasing employee commitment.
Increase employee commitment will translate into less turnover, less absenteeism
and increased performance levels.
Thus it has a purposive focus.

Rigor
A good theoretical base and sound methodological design would add rigor to the p
urposive study.
Rigor adds carefulness, scrupulousness and the degree of exactitude in research.
Example:
A manager asks 10-12 employees how to increase the level of commitment. If s
olely on the basis of their responses the manager reaches several conclusions on
how employee commitment can be increases, the whole approach to the investigati
on would be unscientific.

Testability

After random selection manager and researcher develops certain hypothesi

s on how manager employee commitment can be enhanced, then these can be tested b
y applying certain statistical tests to the data collected for the purpose.
The researcher might hypothesize that those employees who perceive greater oppor
tunities for participation in decision making would have a higher level of commi
tment.

Replicability
It means that it can be used again if similar circumstances prevails.
Example:
The study concludes that participation in decision making is one of the most imp
ortant factors that influences the commitment, we will place more faith and cred
ence in these finding and apply in similar situations. To the extent that this d
oes happen, we will gain confidence in the scientific nature of our research.

Precision
Precision refers to the closeness of the findings to reality based on a sample.
It reflects the degree of accuracy and exactitude of the results of the sample.
Example: If a supervisor estimated the number of production days lost during the
year due to absenteeism at between 30 and 40, as against the actual of 35, the
precision of my estimation more favorably than if he has indicated that the loss
of production days was somewhere between 20 and 50.

Confidence
Confidence refers to the probability that our estimations are correct.
That is, it is not merely enough to be precise, but it is also important that we
can confidently claim that 95% of the time our results would be true and there
is only a 5% chance of our being wrong.
This is also known as confidenceObjectivity level.

Objectivity
The conclusions drawn through the interpretation of the results of data analysis
should be objective; that is, they should be based on the facts of the findings
derived from actual data, and not on our subjective or emotional values.
Example: If we had a hypothesis that stated that greater participation in decisi
on making will increase organizational commitment and this was not supported by
the results, it makes no sense if the researcher continues to argue that increas
ed opportunities for employee participation would still help!

Generalizability
It refers to the scope of applicability of the research findings in one organiza
tion setting to other settings.
Example: If a researcher s findings that participation in decision making enhances
organizational commitment are found to be true in a variety of manufacturing, i
ndustrial and service organizations, and not merely in the particular organizati
on studied by the researcher, then the generalizability of the findings to other
organizational settings in enhanced. The more generalizable the research, the g
reater its usefulness and value.

Parsimony
Simplicity in explaining the phenomenon or problems that occur, and in generatin
g solutions for the problems, is always preferred to complex research frameworks
that consider an unmanageable number of factors.
For instance, if 2-3 specific variables in the work situation are identified, wh
ich when changed would raise the organizational commitment of the employees by 4
5%, that would be more useful be more useful and valuable to the manager than if
it were recommended that he should change 10 different variables to increase or
ganizational commitment by 48%.